In the current atmosphere of closer scrutiny of healthcare practices and procedures, front-line managers and health care providers must investigate potential problems in their work environment, whether at the behest of upper management, in order to meet Joint Commission on Accreditation of Health Care Organizations (JCAHO) standards, or through their own sense that “weÆre doing something wrong.” For the investigator with limited previous experience in evaluation or research, the prospect of undertaking this kind of investigation can appear daunting, to say the least. Quality Improvement Projects in Health Care was written just for this individual. Author Eleanor Gilpatrick, a seasoned investigator and professor of health services administration, provides a review of the basic terminology and guidelines for carrying out “nuts-and-bolts” quality improvement research. She then demonstrates how such a research project can be implemented through 14 case studies involving actual health care situations. Altogether, the cases speak to a broad array of issues and potential pitfalls for the unwary investigatorŭand they show that progress can be made in even the most difficult circumstances. Quality Improvement Projects in Health Care will be of interest to students and professionals in health sciences administration, nursing, allied health, and public health.

Implementing Solutions and Making Them Operational

Implementing solutions and making them operational

Project Objective 4: Implement, Evaluate, and Make Solutions Operational

  • Design implementation and evaluation plan
  • Schedule implementation and data collection
  • Determine whether solutions are successful
  • Identify steps to make solutions operational
  • Determine whether new standards or indicators are required to monitor solutions or participate in a reference base


Once a solution has been accepted, it has to be put into place. The early stage of putting the solution into place is called implementation. It has its own set of steps, including planning and evaluation.

Implementing solutions means change. The first stage in the change process, according to Kurt Lewin (1935), is unfreezing the current conditions. Staff may question a current situation; negative consequences may make staff aware that there is a problem. ...

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